AirAsia - Southeast Asia's Most Successful Low-cost Airline


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Case Details:

Case Code : BSTR157
Case Length : 17 Pages
Period : 2001 - 2005
Organization : Air Asia Airlines
Pub Date : 2005
Teaching Note : Available
Countries : Malaysia
Industry : Aviation

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Free Seats on Airasia! Contd...

The airline industry was not a good place to be in at that time, reeling as it was from the combined effects of the September 11 terrorist attacks, Severe Acute Respiratory Syndrome (SARS), and economic downturn.

However, within three years of operation, AirAsia changed the dynamics of the Asian airline industry. It not only managed to compete with major carriers like Malaysian Airlines (MAS) and Singapore International Airlines (SIA), but it also became the benchmark for several other low-cost airlines in that market. So great was AirAsia's impact that analysts said the airline, with its minimal fares, was living up to its tag line which said 'Now Everyone can Fly'.

Background

Fernandes started his career as a music industry executive, working at Virgin Records and Time Warner Music.

It was his childhood dream to run an airline, but he did not consider the idea seriously until he saw easyJet, a London-based low cost airline, on television. Fernandes was impressed with what he saw of easyJet and decided that he wanted to explore its operations further. He spent two days at easyJet's headquarters in Luton airport, talking to staff and passengers and learning how the airline was run.

Fernandes had always believed that a low cost airline would be successful in the Southeast Asian region, and his experience at easyJet convinced him of the potential of his idea.

He resigned from his job at Time Warner Music and returned home to Malaysia . Fernandes had no prior experience in running an airline, nor did he have enough money to start one. He raised money by mortgaging his house and using up his savings. He also roped in three of his associates - Datuk Pahamin A. Rajab, Abdul Aziz Abu Bakar and Kamarudin Meranun - who believed in his vision for a low cost operator in Malaysia.

Getting an airline license was not easy in Malaysia. The partners set up a meeting with the Malaysian Prime Minister, Dr. Mahathir Mohamed (Mahathir), and presented to him the major features of their business model...

Excerpts >>

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